International Journal of Advanced Engineering Research and Science (IJAERS) [Vol-6, Issue-10, Oct- 2019]

https://dx.doi.org/10.22161/ijaers.610.25 ISSN: 2349-6495(P) | 2456-1908(O)

Use of Balanced Scorecard in Cooperatives

Marlowa Zachow1, Geysler Rogis Flor Bertolini2
1 Western Paraná State University (UNIOESTE), Brazil
Email: marlowa.zachow@unioeste.br
2 Western Paraná State University (UNIOESTE), Brazil

Email: geysler.bertolini@unioeste.br

Abstract— The cooperatives have some particularities connected to their principles, including the issue of self-
management. Through self-management it is defined that the members themselves, who are the “owners” of the
cooperative, perform the management of the same. Strategic management, which plans the future and monitors
results, is an important tool for the success of cooperative organizations. In this context, the Balanced Scorecard
(BSC) has proven to be a useful tool for planning and monitoring financial and non-financial indicators. In the
article, a systematic review was performed to verify the application of the Balanced Scorecard in cooperatives.
The aim of the study was to conduct a theoretical analysis of the scientific discussion about the application of
BSC in cooperative organizations. The result found in the 13 articles studied shows that it’s possible and useful
to apply BSC in cooperatives. Despite the success of the application, the number of articles on the subject can be
considered small, and nothing specific was found to evaluate specific indexes of cooperativism, being something
to be analyzed as a current limitation of the tool for use in cooperatives.
Keywords— Balanced Scorecard, Strategic management, Cooperative.

I. INTRODUCTION The Balanced Scorecard (BSC) is a planning and

Cooperativism is a social movement that unites people
with common goals. Its main function is to gain strength,
to achieve results that would be impossible individually. In
Brazil there are currently about 6,828 cooperatives,
bringing together 14.6 million members. These
cooperatives employ 425.3 thousand people, being a sector
of strong representation in the economy of the country.
The cooperatives collected to the public coffers in 2018 a
total of R$ 7 billion in tributes, and injected more than R$
9 billion into the economy with the payment of salaries
and benefits to employees (OCB, 2019a). Cooperatives
have been seen as a form of economic development of
territories, including helping some countries to overcome
the crisis. These companies provide jobs and create well-
being (ALFONSO; CUMPLIDO; GONZÁLEZ, 2016;
JIMÉNEZ; STRANO, 2018).
One of the characteristics of cooperativism is that the
members are the administrators. Within cooperatives there
is the self-management process, which can be understood
as a management process that involves social, political and
economic criteria, seeking to eliminate the hierarchy of
labor relations and arbitrary decisions (SANTOS, 2012).
Just as any organization is necessary the planning and
control of activities to achieve the proposed objectives.
However, the cooperative has a pluridimensionality, It’s
necessary to examine it not only on the basis of economic
indicators, but also on a social basis, including issues
related to the degree of cooperation (PINHO, 1982).
control tool designed to evade traditional financial
measures. Its creators sought to unite financial and
nonfinancial measures, providing multi-item planning
within an organization that can be easily monitored by all
involved. Since its inception BSC has been widespread
around the world, but its use isn’t as intense in cooperative
organizations (KAPLAN; NORTON, 1997).
A study of 114 articles published on BSC in 20 years
realized the great use and importance of the tool. However,
this study does not show the number of articles applied to
cooperatives (HOQUE, 2013).
Given this, a great similarity is perceived between what
cooperatives need for their management, and the objective
of the BSC tool. The aim of this study is to conduct a
theoretical analysis of the scientific discussion on the
application of BSC in cooperatives.
II. THEORETICAL REFERENCE
2.1 Cooperativism
Cooperatives are organizations where a group of
people come together for common ends. The basic idea of
these ventures is to gain strength and competence to
overcome together what would be very difficult
individually (CORNELIAN, 2006). To the International
Co-operative Alliance-ACI (2019) "A cooperative is an
autonomous association of people voluntarily united to
meet their common economic, social and cultural needs

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International Journal of Advanced Engineering Research and Science (IJAERS)
https://dx.doi.org/10.22161/ijaers.610.25
and aspirations through a democratically controlled and
jointly owned organization."
Cooperatives aim to supply their members with goods
and services and to carry out educational and social
programs. According to the author, the cooperatives are
based on the “Rochdale Pioneers Principles”, which are:
free membership, democratic management, fair interest on
capital, proportional return on operations, transactions and
money, political, religious and ethnic neutrality, and
educational development. Cooperatives have a distinctive
feature, which is to realize the interests of all people
through a company with certain values and principles. And
these principles that shape cooperatives (CHARTERINA,
2015).
The branches of cooperativism aren't a consensus in the
literature, therefore, are considered the branches presented
by the Organization of Cooperatives of Brazil (OCB),
which are 13: Farming, Consumption, Credit, Educational,
Special, Infrastructure, Housing, Production, Mineral,
Work , Health, Tourism and Leisure, Transportation
(OCB, 2019b).
The management of the cooperatives is democratic and
free, the members choose the representatives and give
them the decision-making power to manage society
through accountability. Each member is entitled to only
one vote, he may have more than one quota, but the vote is
for uniqueness. Self-management can be considered a
characteristic of cooperatives, as it is the members
themselves who run the organization. While this is a gain,
it can be a challenge. Besides the issue of self-management
there is still the fact that the cooperative doesn't have the
financial purpose of profit. Based on this it's important to
remember that management need not only monitor
economic indicators, but also social indicators. These
indicators are to verify economic health and also health as
an association of people, trying to demonstrate, for
example, the solidarity of members in the company's
activities, the degree of equity practiced in the cooperative,
the importance attached to the democratic participation of
members, their educational background, and indices that
demonstrate the social impact of the cooperative, such as
total employees and their distribution, salaries, impact of
cooperative activities on their environment (PINHO,
1982).
2.2 Balanced Scorecard
BSC arose from the need for creators, Kaplan and
Norton, to escape the traditional accounting model that
prioritizes financial factors. According to the authors, the
management process based on periodic financial reports no
longer meets the needs of today's companies, requiring
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[Vol-6, Issue-10, Oct- 2019]
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adaptation to cover other factors, such as valuation of
intangible and intellectual assets. BSC tries to balance
financial measures and organizational performance
measures, becoming a management tool, not just of
measures, adopted by many companies as a philosophy
(KAPLAN, NORTON, 1997).
Companies that have been using BSC successfully, as a
strategic management system to manage long-term
strategy follow 5 principles: translate strategy into
operational terms; align organization with strategy; turn
strategy into everyone's task; convert strategy into
continuous process and; mobilize change through
executive leadership (KAPLAN; NORTON, 2000).
The Balanced Scorecard has 4 perspectives, which
balance the short and long term objectives, the results
obtained and the performance vectors of these results, the
objective and subjective measures. The perspectives are
financial, customer, internal business processes, learning
and growth (KAPLAN; NORTON, 1997).
Financial objectives focus on the objectives and
measures of other BSC perspectives. The use of financial
measures is important as it may be the link between the
other perspectives. Every measure selected for a scorecard
must be part of a chain of cause and effect relationships
that will ultimately result in financial objectives.
The customer perspective allows the company to align
its customer-related outcome measures with specific
customer segments and markets. Today's companies
should be aware that if they don't align with customer
preferences, their market will be taken over by competition
(KAPLAN; NORTON, 1997).
Considered a third step, the internal process
perspective is developed by defining a complete value
chain, focusing on 3 main processes: innovation,
operations and after sales services (KAPLAN; NORTON,
1997).
Learning and growth perspective objectives provide the
infrastructure that makes it possible to achieve ambitious
goals in the other three perspectives.
The perspectives were built on the basis of the balanced
scorecard and, according to the authors, should not be a
“straitjacket”, that is, if the company presents another type
of need not considered in these 4 perspectives, it can adapt
(KAPLAN; NORTON, 1997).
Through extensive literature review and analysis of
empirical studies, Quesado, Guzmán and Rodrigues (2018)
were able to list numerous advantages and benefits of BSC
implementation. The conclusion was that BSC is more
than just a performance evaluation system. It is a strategic
management tool that clarifies and translates
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organizational strategy, facilitating communication, The number of authors of articles varies between 1 and
alignment and learning. 4, but the highest concentration of articles is with the
maximum number of 4 authors, as shown in table 2.
III. METHODOLOGY Regarding the language Portuguese is the leader with
A systematic review was used to analyze the scientific 10 articles, 3 more in English. No articles in Spanish were
production on Balanced Scorecard applied to cooperatives. found.
Systematic review is a means to identify, evaluate and
interpret available researchs relevant to a particular Table 2 –Number of authors per article
research problem (KITCHENHAM; CHARTERS, 2007). Number of Number of Accumulated
It’s possible through systematic review to know the authors articles (%)
topics already researched and the research gaps, mapping 1 2 15,38
existing knowledge. 2 3 38,46
The objective was to analyze if the BSC can be applied 3 3 61,54
in cooperative organizations, how it was done and what are 4 5 100,00
the gains and difficulties. For this, we searched the Web of TOTAL 13
Science, Scopus and Spell databases, searching for articles
from the creation of the tool until 2018. The choice of The country with the most articles published was
terms was based on the intended context. First term Brazil with 10 articles, 1 published in the United States, 1
searched was “balanced scorecard” plus the word in Turkey and 1 in the United Kingdom. The application of
cooperative (or cooperativa) in order to verify what the the work was done in Brazil, France, Russia and Turkey,
authors have researched on the subject. The languages according to table 3.
searched were Portuguese, Spanish and English. Only free
articles were considered. Table 3 –Countries of publication and application of
For reading and analysis of the research remained 20 articles
articles. After understanding the articles, 7 were eliminated Country Publication Application
for not talking about the application or evolution of the Brasil 10 10
balanced scorecard in cooperative organizations. The Estados Unidos 1 0
analysis is therefore based on 13 articles, published in Reino Unido 1 0
Spanish, English or Portuguese, dealing with the Turquia 1 1
importance or application of the balanced scorecard in Rússia 0 1
cooperatives. França 0 1
TOTAL 13 13
IV. RESULTS AND DISCUSSION
Only articles with the characteristics chosen from 2009 Regarding the branch of cooperativism, articles were
were found, which shows that it was slow to study the found in 6 different branches, as shown in table 4.
application of BSC in cooperatives, considering that the
BSC was created in 1992. The number of publications per Table 4. Number of articles by branch of cooperativism
year doesn’t follow any kind of trend or standard as shown
Branch Quantity of articles
in table 1.
Table 1: Articles published per year Farming 4
Number of % Credit 4
Year publications Accumulated Consumption 2
2009 1 7,69 Health 1
2010 1 15,38 Work 1
2013 3 38,46 Transport 1
2014 1 46,15 TOTAL 13
2015 2 61,54
2016 2 76,92 The largest number of BSC applications is
2018 3 100,00 concentrated in farming and credit cooperatives with 4
Total 13 articles each, followed by the consumer branch with 2
articles.

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International Journal of Advanced Engineering Research and Science (IJAERS)
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Regarding what was covered in each article, the
application of BSC was generally successful, or considered
important and useful, as shown in board 1.
Board 1 – Main finding of articles
Article Main finding
1 The criation of model uniting BSC and System
Dynamics. The developed model allowed a
better understanding of the relations between
research and agricultural production, thus
facilitating the process of analysis and decision
of new investments in research by the managers
and analysts of the farming cooperative under
study (PROTIL et al. 2009).
2 Satisfaction assessment of members with BSC
support. It was possible to evaluate satisfaction
and to carry out an improvement plan
(FERREIRA, 2010).
3 Verification if the performance appraisal
methods in 2010 similar to GECON or BSC.
The results showed that the managers of the
institution use concepts from both models in the
performance evaluation, but that this use was
instinctive, as they demonstrated not knowing
the institutionalized use of the models
(MARTINS et al., 2013).
4 BSC was used to assess internal and external
customer satisfaction. It was possible to apply
and propose improvements in management
(DINIZ et al., 2013).
5 Analysis of performance measures from
customers perspective, considered most
important by the cooperative. Realized the
importance of customer proximity to ensure
customer satisfaction (GARCIA et al., 2013).
6 The use of performance measures makes it
possible to translate organizational strategies at
the operational level and that their performance
is in line with that established by the
cooperative. The adoption of the Balanced
Scorecard made it possible to correct
discrepancies between business units
(BEUREN; SALLA, 2014).
7 The use of BSC was considered the most
appropriate for developing and practicing
business strategies (PRIZHIGALINSKAYA et
al., 2015).
8 BSC is a form of performance appraisal usable
in cooperative entities that have full definition of
their long term strategy and forward thinking
(PECH et al., 2015)
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9 It was possible to measure the results of the
cooperative, allowing to evaluate the
effectiveness of management and its
sustainability (OLIVEIRA; GIROLETTI, 2016).
10 BSC is a form of performance appraisal usable
in the cooperative and provides a broad view of
the company's strategic control. It allows
managers to broaden control over organizational
performance, since from the annual strategic
planning restructuring analysis, one can propose
more strategies that can improve the proposed
BSC framework (BRIZOLLA et al., 2016).
11 The use of BSC contributes to the identification
of strategies and definition of objectives and
goals to be achieved, as well as translating these
objectives into initiatives, facilitating decision-
making and internal process management
(Kruger et al., 2018).
12 Cooperative members can identify their situation
and use the proposed methodology to formalize
a cooperative improvement management project
(JEANNEAUX et al., 2018).
13 The importance of the learning and development
dimension was verified (BALABAN; FASAL,
2018).
In all articles studied, it was concluded that the
implementation of BSC is useful for the management of
the Cooperative. In some cases, BSC was used in
conjunction with other methodologies, but in neither case
was the application interrupted or impossible. In some
situations difficulties have arisen, but whenever it can be
circumvented.
Despite the success in applying BSC or part of it in
cooperatives, it can be said that the number of articles on
the subject is small. This can be a symptom of some items,
such as: lack of professionalism in the management of
cooperatives, difficulty in applying the tool, understanding
that management tools are only for profit-seeking
companies, among others.
Another item that was verified is the lack of search for
social indicators and of cooperation, being a tool that
doesn't contemplate all aspects provided for in a
cooperative.
V. CONCLUSION
The study of 13 articles selected for the research
showed the possibility of applying BSC in cooperative
organizations. In all cases of application, it was realized
the utility of the tool as a way to provide strategic planning
and evaluate the performance of the organization. The low
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number of articles shows the need to study the subject
further, analyzing the reasons for not using the tool.
Another fact that highlights the lack of specific studies
focused on cooperativism was that there were no studies
relating BSC perspectives with the principles of
cooperativism.
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